CiteScore: 4.34ℹ
CiteScore is the number of citations received in one year (Y), to documents published in the three previous years (Y-1, Y-2, Y-3), divided by the number of documents published in those same three years (Y-1, Y-2, Y-3).

Source Normalized Impact per Paper (SNIP): 2.109ℹSource Normalized Impact per Paper (SNIP):2015: 2.109SNIP measures contextual citation impact by weighting citations based on the total number of citations in a subject field.

SCImago Journal Rank (SJR): 2.749ℹSCImago Journal Rank (SJR):2015: 2.749SJR is a prestige metric based on the idea that not all citations are the same. SJR uses a similar algorithm as the Google page rank; it provides a quantitative and a qualitative measure of the journal’s impact.

Author StatsℹAuthor Stats:Publishing your article with us has many benefits, such as having access to a personal dashboard: citation and usage data on your publications in one place. This free service is available to anyone who has published and who’s publication is in Scopus.

To some extent, lean approaches help in achieving environment-friendly practices in business (Duarte and Cruz-Machado, 2013; Ball, 2015; Hofer et al., 2012; Wee and Wu, 2009; McIvor, 2001). Process innovation facilitates the adoption of both lean and green approaches, leading to synergy between them. As a lean approach is efficiency focused, and sustainability is the most appropriate trade-off among economic, environmental and social practices (Piercy and Rich, 2015; Ogunbiyi et al., 2014; Miller et al., 2010), achieving sustainable business performance requires process innovation, which is different from traditional innovation. One paradigm of current research into sustainability is to achieve green through a lean approach (Dües et al., 2013; King and Lenox, 2001), which may be appropriate for sub-optimal businesses. However, research has shown that businesses must sacrifice efficiency to achieve superior environmental and social performance.

Constructing a flexible supply chain of consumer product has been a fundamental issue in production economics. Over the past decades, supply chains have evolved from single-channel systems (e.g., via bricks and mortar stores) to multiple-channel systems. Nowadays, with the advance of mobile technologies and e-commerce, consumer products are experiencing the revolution of O2O community services.

The purpose of this issue is to unpack the challenges in blending the soft aspects (human aspects) of quality and the evolutionary strategies, tactics and methods to create quality culture. The target is to identify the soft and hard control limits of quality to deal with problems, such as inflexibility, high levels of customization, lengthy supply chains, and monitoring of suppliers. The focus is on exploring innovative business applications of quality. Economics, business, and decision-making will play an important role in the submissions, rather than statistical quality control techniques. This special issue aims to serve as a forum of exchange of new research results in quality management, while focusing on creating the right climate, cultures, and strategies for quality improvement in the 21st century enterprises.